FlatWorld Learning from Experience: Boeing's Development of '\\ Teams and Their Leaders Summary Insights - Use of teambased scenarios are effective learning tools - Team environments based on fear and distrust can lead to disastersliterally The quality of a team's work is dependent on its leader's behavior Teambased exercises with real teams can lead to better teamwork Boeing offers a myriad of training opportunities and instructional materials to aid teams and their leaders FlatWorld W Classications of Groups - Friendship group: evolves informally to meet its members' personal security, esteem, and belonging needs - Task group: created by management to accomplish certain organizational goals FlatWorld Team - A small number of employees with complementary competencies who are committed to common performance goals and working relationships for which they hold themselves mutually accountable. FlatWorld g, In An Effective Team, Members...\" - Know why the team exists and have shared goals - Support agreedson guidelines or procedures for making decisions In An Effective Team, Membergm\" Know why the team exists and have shared goals Support agreed-on guidelines or procedures for making decisions Communicate freely among themselves Help each other Deal with conict openly and constructively Diagnose the team's processes and improve their own functioning Experience a sense freedom to be oneself FlatWorld _v Team Empowerment - The degree to which team members perceive the group as - Being competent and able to accomplish workirelated tasks (potency) Performing important and valuable tasks (meaningfulness) Having choice (autonomy) in how they carry out their tasks Experiencing a sense of importance and signicance (impact) in the work performed and goals achieved FlatWorld W Teams Competency: Empowered Teams at W, L. Gore & " Associates - Summary Insights - Socialization of new employees important if highly empowered teams are used Teams choose (adopt) new employees as members based on fit Personal relationships and trust are essential with empowered teams Employees are responsible to their teams rather than a boss Buy into guiding principles of the culture or best to leave FlatWorld _v When to Use Teams Greater diversity of information, experience, and approaches are needed Acceptance of decisions is crucial for implementation Participation is important for reinforcing the values Team members need to rely on each other in performing theirjobs 9:15 . D When to Use Teams . Greater diversity of information, experience, and approaches are needed Acceptance of decisions is crucial for implementation . Participation is important for reinforcing the values . Team members need to rely on each other in performing their jobs @FlatWorld 2017 FlatWorld Five-Stages Model of Team Development . Five-stages: Forming, storming, norming, performing, adjourning No particular amount of time is needed to advance to the next stage . It is possible for teams to regress to prior stages rather than advance to the next stage . Pinpointing the specific development stage of a team can be difficult . Teams can deal with issues from more than one stage at a time @FlatWorld 2017 FlatWorld Figure 11.1: Five Stages of Team Development High End or recycle End or Performing recycle Adjourning Norming End or recycle Degree of Maturity Storming End or recycle Forming Low Time Together @FlatWorld 2017 FlatWorld Start End Punctuated Equilibrium Model Relevant for project teams with a fixed deadline . Presents team development as a function of awareness of time and deadlines rather than stages . Teams progress through two periods of inertia (phase 1 and phase 2) that are interrupted by a transition . The transition occurs halfway through the first meeting and the set deadline At the transition, the team develops a sense of urgency . The behaviors exhibited during phase 2 are different than those at phase 1GVAD FlatWorld _v Figure 11.2: Punctuated Equilibrium Model of Team '\\ Development :5. L0 :7 Phase 2 Completion Performance 4Transition FlatWorld Insights for Leaders: Team Development - Team norms: The vestages model implies that team norms develop over time but the punctuated equilibrium model implies that norms are relatively set by the end of the rst meeting. if so, leaders need to pay attention to norms in this meeting. Transition period: For teams with set deadlines, the transition period is a time when the team will need to reconnect with its leader. The leader should be prepared to offer guidance. Leaders will need to provide more resources to productive teams as they approach their deadlines. FlatWorld _v Common Types of Work-Related Teams Types of Teams Fu n Ctio nal Problem-solving Possible Crossfunctional Teams in an Or anization - Self-m an aged 9 - Virtual FlatWorld Tasks That May be Performed by Self-Managed Teams Work and vacation scheduling Rotation ofjob tasks and assignments among members Ordering materials Decidinu on team leadershi - Insights for Leaders: Use of Self-Managed Teams - Leaders need to consider the following questions before implementing self-managed teams: ' Is the organization committed to aligning management systems with the teams? Are organizational goals and expected team results clearly specied? Will the teams have access to the resources they need? Will team members carry out interdependent tasks? Do employees have the necessary competencies? FlatWorlcl Core Features of Virtual Teams ' A virtual team has members who collaborate through various information technologies on one or more tasks while geographically dispersed at two or more locations and who have minimal faceitoiface interaction. Clear, precise, and mutually agreed upon goals are the glue that holds a virtual team together Everyone needs to be autonomous and self-reliant while simultaneously working collaboratively with others Virtual teams can function with simple or more complex information technologies FlatWorld q, lnsights for Leaders: Virtual Teams Keep theteam as small as possible Develop clear and specic goals in collaboration with the team members lf feasible, bring the members together for an initial faceitoiface session, which could last one to three days For longiterm or permanentteams, establish a schedule of periodic faceitoiface meetings FlatWorlcl Insights for Leaders: Virtual Teams (continued) - Agree on what, when, and how information, issues and problems will be shared as well as on how team members will respond to them 91164000 - Insights for Leaders: Virtual Teams (continue Slide 21 of 47 . Agree on What, when, and how information, issues and problems will be shared as well as on how team members will respond to them - Establish clear norms and procedures for reducing} surfacing and resolving conicts FIatWorld Change Insight In my mind, the 3-D virtual world is the future of the lnternet. in the future, you don't need to be in the same room to look each other in the eye and understand the issues and collaborate on projects. Our researchers around the world are now having some meetings in Second Life a full online virtual world. Sophie Vandebroek, Chief Technology Ofcer, Xerox Corporation FlatWorld _v Across Cultures Competency: Alcoa's Virtual Teams - Summary Insights . Budget is needed to enable occasional faceetoface team meetings Teleconference requires full preparation by all members Structured meetings allow efcient use oftime Cross-cultural differences can impede communication Lack of body language, engaging all members, and language differences are accentuated in virtual meetings FIatWorld 9:16 7 f . FlatWorld @FlatWorld 2017 Across Cultures Competency: Alcoa's Virtual Teams . Summary Insights . Budget is needed to enable occasional face-to-face team meetings . Teleconference requires full preparation by all members Structured meetings allow efficient use of time . Cross-cultural differences can impede communication . Lack of body language, engaging all members, and language differences are accentuated in virtual meetings @FlatWorld 2017 FlatWorld DA Figure 11.3: Core Influences on Team Effectiveness Goals Context Team Member size roles Team Cohesiveness effectiveness Leadership Norms Member diversity FlatWorld @FlatWorld 2017 Team Context . Def: the external conditions within which a team works . Examples of contextual factors include: . Type of Technology . Organizational design . Physical Working Conditions . Management Practices . Organizational Rewards and Punishments FlatWorld @FlatWorld 2017 Leadership in Teams Informal leader: an individual whose influence in a team grows over time and usually reflects a unique ability to help the team reach its goals . Informal leaders may be important in determining whether a team ultimately accomplishes its goals . Multiple leaders may exist . Effective team leaders may influence virtually all the other factors91164900 - Leadership in Teams - Informal leader: an individual whose inuence in a team grows over time and usually reects a unique ability to help the team reach its goals - informal leaders may be important in determining whether a team ultimately accomplishes its goals - Multiple leaders may exist - Effective team leaders may inuence virtually all the other factors FlatWorld q, Communication Competency: Nestl's Digital " Acceleration Teams - Summary Insights - A team of highepotentials is formed every eight months and offered intensive training in online community management This team also support special initiatives within Nestle and business units compete to getthe team's assistance When team members return to their business units, they can share learnings and best practices with peers This program allows expertise to ow informally into Nestle offices around the globe FlatWorld Goals Team Goals: outcomes desired forthe team as a whole Compatible and conicting goals often exist within a team Superordinate goals can be emphasized to encourage cooperation within the team FlatWorld q, Several Superordinate Goals of the Mayo Clinic Continuing pursuit of the ideal of service and not profit Continuing primary and sincere concern for the care and welfare of each individual patient Continuing interest by every member of the staff in the professional progress of every other member 9:16 7 . f . @FlatWorld 2017 FlatWorld Table 11.1: Typical Effects of Size on Teams TEAM SIZE DIMENSION 2-7 MEMBERS 8-12 MEMBERS 13-16 MEMBERS 1. Demands on leader Low Moderate High 2. Direction by leader Low Moderate Moderate to high 3. Member tolerance of direction by leader Low to moderate Moderate High 4. Member inhibition Low Moderate High 5. Use of rules and procedures Low Moderate Moderate to high 6. Time taken to reach a decision Low Moderate High Source: I. D. Team size and technology fit: Participation, awareness, and rapport in distributed teams. Professional Communication, 2005, 48, 68-77. FlatWorld @FlatWorld 2017 DA Team Member Roles . Task-oriented role: facilitating and coordinating work-related behaviors and decision making . Relations-oriented role: fostering team-centered attitudes, behaviors, emotions, and social interactions . Self-oriented role: a team member's self-centered attitudes, behaviors, and decisions that are at the expense of the team or group @FlatWorld 2017 FlatWorld Insights for Leaders: Diversity and Stereotypical False Assumptions . Diversity poses a threat . Expressed discomfort Members of all groups want to become and should be more like the dominant group . Equal treatment means the same treatment @FlatWorld 2017 FlatWorld Teams Competency: Values-based Care Teams at Cleveland Clinic . Summary Insights Team-based care delivery system for patients Teams include the various specialists a patient will need . Efficiency and best practice sharing is encouraged9:164000- '(D'VAEI FlatWorld Members Are Most Likely to Enforce Norms When: Norms aid in team survival and provide benets Norms simplify or make predictable the behaviors expected of members Norms help avoid embarrassing interpersonal situations FlatWorld q, Conforming to Norms - Compliance conformity: when a person's behavior reects the team's desired behavior because of real or imagined pressure - Personal acceptance conformity: when the individual's behavior and attitudes are consistent with the team's norms and goals FlatWorld Cohesiveness Def: the strength of the member's desire to remain in a team and their commitment to it Low cohesiveness is usually associated with low conformity High cohesiveness may be associated with either high or low conformity May im pact team effectiveness FlatWorld E, Figure 1144: Potential Team Dysfunctions Potential Team Dysfunctions - Groupthink - Free riding p T nnr earn FlatWorld 'V"' Case: Diversity CompetencyAbsence of Teamwork 1. How would you evaluate this team based on each ofthe eight characteristics of effective groups? 2. What type of work-related team is presented in this case? Explain. 3. What are the dysfunctions ofthis team? Explain and illustrate each. 4. Was John a good team member? Was he a responsible team member? Explain. 5. What could the team have done to avoid the situation described? 6. What should John have done at the end ofthe case; that is, which cover page should he have picked? What might be the consequences of either action? Did one or the other choice make him more ethical? Explain. 7. What cover page do you think John selected? Why? FlatWorld 'V